Summary of the August 23, 2025 Board of Trustees Workshop
Published on Aug 24 2025I want to provide a summary of the August 23, 2025 Board of Trustees workshop.
Dr. James Todd, Vice Chancellor of Academic Affairs with the Chancellor’s Office facilitated an enjoyable conversation about Vision 2030: A Roadmap for California Community Colleges. Dr. Todd shared that Vision 2030 has three goals: Equity in Access, Equity in Success, and Equity in Support. The goals lead to six outcomes and metrics and twelve actions within three strategic directions.
Outcome 1: Increase with equity the number of students attending a California community college by 25%
Outcome 2: Increase with equity the number of California community college students completing a certificate, associate degree, or baccalaureate degree by 30%
Outcome 3a: Increase with equity the number of California community college students who earn an associate degree for transfer by 30%
Outcome 4: Increase with equity the percentage of California community college students who earn a living wage for their region after exiting higher education by ten percentage points
Outcome 5: Increase with equity the number of California community college students receiving California College Promise Grants by 10%
Outcome 6: Reduce with equity the average number of units in excess of sixty units to complete students’ first Associate Degree for Transfer by 20%
The twelve actions include the following:
1. Center all actions and the resulting policies and procedures to advance equity in access, equity in success, and equity in support guided by state-of-the-art research and technologies. The actions should ensure that colleges are positioned to: a) scale Credit-for-Prior Learning (CPL), b) integrate climate action work in our curriculum, facilities and infrastructure, workforce, and community engagement; c) expand access to education in Generative AI for students, faculty, administrators, and staff to better understand the opportunities and challenges as well as how to appropriately integrate these new capabilities; and d) coordinate global and international education opportunities that provide students with rich immersion experiences.
2. Increase enrollments, completion, and support in associate and baccalaureate degree pathways for focused learner populations: dual enrollment students, justice involved, and justice impacted Californians, foster youth, veterans, and working learners such as apprentices, journeypersons, and student parents.
3. Increase and improve access, success, and support to quality online course offerings that satisfy certificate and degree requirements.
4. Increase the number of eligible students who apply for and receive federal, state, and local financial aid grants, including the federal Pell Grant and the California College Promise Grant.
5. Provide flexible course scheduling and credit for prior learning opportunities to optimize working learners’ abilities to reach their educational goals in an efficient timeline.
6. Increase baccalaureate degree attainment by a) increasing ADT completion and opportunities for transfer to California State University, University of California, Association of Independent California Colleges and Universities institutions, and Historically Black Colleges and Universities; b) expanding access to a California community college baccalaureate degree; and c) increasing the number of California community college baccalaureate degrees offered.
7. Increase educational access for low-income workers to enhance their socioeconomic mobility by: a) expanding “learn and earn models” like apprenticeships and work based learning opportunities and b) increasing access to California community college baccalaureate degrees especially for those in communities where there is a workforce shortage as well as in a university desert.
8. Expand access to innovate health care pathway programs with a concentrated focus on nursing, allied health, and mental/behavioral health.
9. Advance community college engagement with the four fields of climate practice—facilities and operations, workforce development for green and blue economy jobs, curriculum integration of climate literacy, and community engagement.
10. Expand access to innovative educational pathways in STEM disciplines that empower all students, especially historically under-served students to discover and pursue their passions.
11. Expand education and early childhood education workforce and address faculty shortages in high-demand fields through stackable credentials and credit for prior learning opportunities.
12. Actively engage with the impacts of generative artificial intelligence (GenAI) on the future of teaching and learning by: a) centering students in the development of this work; b) ensuring all students, faculty, and staff have the fundamentals of GenAI literacy; c) leveraging innovative data infrastructure, including the Common Cloud Data Platform to apply GenAI and other big data solutions to enhance our ability to provide students with timely, proactive support, and guidance; d) modernizing system infrastructure to support online education delivery, enhanced learning services, and faculty access to emergent technology; and e) conducting analysis of the impact of GenAI technology and its potential implications for teaching and learning.
The Board had a robust discussion about the Del Norte Campus' Blueprint for the Future as well as the Strategic Review conducted last spring semester. Dr. Amy Moffat provided a brief overview of the FTES generated by the campus and the expenditures dedicated to campus operations. Dr. Crystal Morse discussed some of the academic programming ideas we have discussed for the campus to include focusing on dual enrollment, increasing adult/community education classes, and introducing career education courses and additional healthcare programs.
The Trustees approved their 2025-2027 goals:
Goal 1: Fiscal Stability
a. Review and discuss monthly financial reports, annual audits, and multi-year forecasts in order to monitor the financial performance of the District.
b. Maintain an adequate fund balance reserves as per board policy.
c. Review and discuss progress toward sustainable enrollment each semester.
d. Monitor and support Bond Measure I projects quarterly.
Goal 2: Student Success and Advocacy
a. Review and discuss student success, access, and equity data relevant to our educational and facilities masterplans on a quarterly basis.
b. Support programs and services which promote student completion and transfer rates.
c. Receive annual updates on Student Equity and Guided Pathways.
d. Promote an institutional culture that is unbiased and non-partisan which supports programs that foster community and a culture of belonging.
Goal 3: Relationship with President/Superintendent
a. Review progress on President/Superintendent’s goals on a bi-annual basis.
b. Review reports and data that help guide the District to achieve the missions of student success and sustainable enrollment.
c. Support the administration’s efforts to maintain academic freedom and a safe welcoming environment for students, faculty, and staff at all instructional sites.
Goal 4: Board Development
a. Participate in local, state, and/or appropriate national conferences that increase trustee knowledge about major social and economic issues that affect the district.
b. Encourage completion and re-certification of CCLC’s Excellence in Trusteeship Program.
c. Schedule workshops focused on current and future trends in workforce development training needs that impact our district.
Goal 5: Accreditation
a. Receive accreditation update reports, including the new 2024 ACCJC accreditations standards, policy updates, and program reviews.
b. Support the administration’s continual work to ensure the District meets or exceeds all accreditation standards and eligibility requirements.
Goal 6: Future of College of the Redwoods
a. Support and ensure the development and completion of the Facilities Master Plan that is linked to the Educational Master Plan.
b. Schedule annual presentation on the Education Master Plan’s current Workforce Development Plan and supporting pathways to living wage jobs.
c. Support CR Foundation events, projects, and initiatives that encourage community engagement
The Board also approved my revised 2024-2026 goals:
Goal 1: Accreditation
a. Continue leading institutional efforts to meet or exceed all ACCJC accreditation standards and eligibility requirements.
b. Continue providing regular updates to the Board related to District accreditation efforts and outcomes.
c. Imbed new accreditation standards into District operations and planning.
Goal 2: Fiscal Stability and Health
a. Continue working toward making sure that the District has a budget fund reserve that aligns with board policy and ensures that the District has sufficient revenue for the operation and maintenance of its facilities.
b. Continue monitoring the District's student debt and pension liabilities.
c. Continue pursuing grant funding that will benefit the District.
d. Continue increasing student enrollment and student degrees and certificates.
e. Continue aligning EMP and FMP strategies with institutional planning, initiatives, and
resource allocations.
f. Continue planning for capital projects.
g. Continue ensuring that the District has the appropriate number of qualified faculty, administrators, and staff to achieve its institutional mission and purpose.
h. Continue aligning the institution's Information Technology System to meet the strategic
needs of the District.
i. Continue moving instructional and administrative positions off grant funding as appropriate.
j. Provide resources to instructional programs that enhance enrollment growth.
k. Evaluate Del Norte Campus academic programming to ensure that it algins with the workforce needs in Del Norte County and positions the campus for long term success.
l. Continue making progress in improving the District’s IT/IS issues, paying particular attention to the Eureka Campus’ Theater.
m. Increase Adult and Community Education offerings to meet workforce needs and increases credit and noncredit FTES.
n. Complete the reorganization of the Admissions and Financial Aid department under two separate managers.
o. Solidify the administrative/management structure by filling key interim roles with permanent employees.
Goal 3: Student access and success, retention, and completion
a. Continue demonstrating progress toward meeting or exceeding the District’s Vision for Success Goals and Institutional Effectiveness Scorecard targets.
b. Continue enhancing wraparound student services, including enrollment, academic advising, financial aid, basic needs, counseling, housing, and mental health.
c. Continue developing programs and initiatives that support student success and enrollment growth.
d. Continue developing a robust online learning experience for our students.
e. Continue the support of student services, broadening of curricula, training faculty in alternative teaching effectiveness practices and other strategies to close student success gaps in academic outcomes that may be linked to socio economic status or prior life experiences.
f. Set and regularly monitor enrollment targets by division that align with institutional goals.
Goal 4: President and Board of Trustees
a. Continue keeping the Board informed about initiatives, construction projects, and issues affecting the District.
b. Continue collaborating with the Board to advocate for CR locally and statewide.
c. Continue showcasing CR programs and staff led initiatives at Board meetings.
d. Continue supporting opportunities for Board education and training.
e. Continue nurturing a positive relationship with the Trustees.
f. Continue encouraging Trustee participation in District events as appropriate.
g. Provide the Board of Trustees with quarterly updates on the District's progress on meeting student success and enrollment goals.
h. Work closely with the Board of Trustees to ensure institutional readiness for potential senior level leadership changes.
i. Collaborate closely with the President and Vice President of the Board of Trustees to develop orientation/training for new senior leaders.
j. Work closely with the Board of Trustees to prioritize the use of Measure I funds.
Goal 5: Innovation and Planning for the Future
a. Continue developing and implementing an approach to advance succession planning in all managerial and administrative levels of the College.
b. Continue expanding professional development fundamental to the growth of managers, staff, and administrators.
c. Continue fostering an institutional culture that values innovation, trust, fairness, and connection with every student and employee.
d. Continue expanding efforts to identify and address the economic/workforce needs of the community.
e. Respond to increased demand for health-related programs and health care graduates by completing the construction process for the Healthcare Hub Education Center in Arcata.
f. Develop the Indigenous Language Institute.
g. Begin construction of the new residence halls.
h. Finalize plans for permanent baseball/softball fields and Del Norte Campus Healthcare Education Facility, and the renovation of the Del Norte Campus.
Goal 6: Communication and Relationship Building
a. Continue communicating regularly with the District to foster community, recognize achievement, and increase awareness of efforts across the institution.
b. Continue advocating efforts on the local and state levels.
c. Finalize contract negotiations with CRFO and CSEA.
Goal 7: CR’s presence in the broader community
a. Continue collaborating with Cal Poly Humboldt.
b. Continue elevating collaboration and engagement with local businesses, industries, government agencies, tribes, non-profit organizations, community-based organizations, and K-12 districts as evidence of the college’s commitment to students and the community.
c. Continue communicating the interests of the District, student success, and college programs to the community.